The Insiders Guide to BPM - Step 2

The Insiders’ Guide to
BPM
7 Steps to Process Mastery
By Terry Schurter Step 2 – Build and Elegant
Design

The Insiders’ Guide to BPM: Step 2 Build an Elegant Design
This presentation goes through the following steps:
1) Identify the Participants in the Process
2) Perform the Agile Style Task Analysis
3) Calculate the Process Baseline (work and complexity)
4) Identify Actions that reduce work and complexity
5) Assess improvement against Goals (from Step 1)
Templates are included at the end of the presentation to help in
building Elegant process designs.
How to Build and Elegant Process Design
2The Insiders’ Guide to BPM by Terry Schurter - www.tschurter.com

Every process is a story. It is the story of work that people
do, how they interact with their environment, and with other
people in the organization.
Without an understanding of this story, we cannot hope to
produce an elegant process design. Can you imagine editing a
book without knowing its story first?
In Step 2 of the Insiders’ Guide to BPM, we need to build our
understanding of the process story so that we can then
improve upon it.
We start to build our understanding of the process story by
identifying the participants in the process.
Processes tell a story…

Participants (who does the work in this process?)
Process Participants
1 Customer Service Representative
2 Agent
3 Processor
4 Underwriter
5 Customer Liaison
Process Participants
1. Participants should be identified by their
role, most commonly a job title.
2. Participants can also be non-employees,
including Customers, Partners and
Suppliers.
Though it is not required, it is recommended
that participants be recorded in the order of
their first appearance in the process.
Documenting the participants in the process
sets the stage for next part of Step 2, creating
the Agile Style Task Analysis.

The Task Analysis uses the Agile story-style sentence structure like this: As
a [participant] I [action] [object].
There are important implications to this technique that include:
• Tasks are described in first person – encouraging the analysis to “look
through the eyes” of the person doing the work.
• The Task sentence structure influences the analysis to identify Tasks as
the interactions [action] of the process participant to the objects
[object] around them.
• The Task sentence structure builds descriptive work statements that
are easy for people to relate to and to visualize.
• The Task descriptions are in a form that is conducive to identifying
additional work context needed to drive personal productivity, align
process designs to real work needs, and create process transparency.
The Task Analysis…

The Agile Style Task Analysis
Participant
Action
(the task being performed)
Primary Object
(the object of the Action)
Work Object
Type
1 As an Underwriter I review the application Document
The Participant
(from our Part
1 list) is who
performs the
task
This describes
what the
participant
does…
This is the object the
participant interacts with…
*Tip – it’s often easier to define
this before the Action…
Object Categorization (Customer, Person, Document, System, Queue, etc.)

With the Task Analysis in hand, improvement actions are sought (or
validated) by their reduction in these key process variables…
1) Work as defined by the number of Tasks
2) Complexity as defined by number of Tasks, Hand-offs, Participants,
Objects and Challenges
In all cases, we are looking for reduction, or elimination, of work and
complexity. This is primarily achieved through design and
automation*.
*When automation removes work or complexity as experienced by the Participants in the
process, it is essentially removed or eliminated from the process experience (assuming the
automation does not introduce any new work, interactions or challenges into the process).
Simplicity is the Ultimate Sophistication Leonardo da Vinci

Assessing Process Improvement
#Tasks
# Hand-offs
(each time work
changes hands)
# Participants
# Objects
(unique)
# Challenges
B
1
2
n
Baseline – Total for each category before improvement
# Tasks – Total number of Tasks Eliminated
# Hand-offs – Total number of Hand-offs Eliminated
# Participants – Total number of Participant (roles) Eliminated
# Objects – Total number of different objects Eliminated
# Challenges – Total number of challenges Eliminated (defined in Step 3)
Baseline
Improvement 1
Improvement 2
Improvement n

Calculating Net Gain
Tasks
Hand-offs
(each time work
changes hands)
Participants
Objects
(unique)
Challenges
B 100% 100% 100% 100% 100%
1
2
n
Tasks – Percent Improvement (Tasks Eliminated/Baseline Tasks)*100
Hand-offs – Percent Improvement (Hand-offs Eliminated/Baseline Hand-offs)*100
Participants – Percent Improvement (Participants Eliminated/Baseline Participants)*100
Objects – Percent Improvement (Objects Eliminated/Baseline Objects)*100
Challenges – Percent Improvement (Challenges Eliminated/Baseline Challenges)*100
Baseline
Improvement 1
Improvement 2
Improvement n

With improvements assessed and improvement calculated, it is a
now a simple process to compare planned improvements to the
Goals outlined in Step 1.
1) Step 1 built Goals as percent improvement (Targets)
2) Step 2 assessed improvements, and calculated their percent of
change
3) From this, it is easy to assess the probability that our
improvements will (or will not) achieve our goals*
*If the Target is not being met with the improvements identified, what do we do? This
can be an important motivator to go back to improvements and innovate on new
ways the process can be improved
Alignment to Goals – Are we on Target?

http://www.amazon.com/Insiders-Guide-BPM-Process-Mastery/dp/0929652096
Would you like to learn more about Mastering BPM?
http://acuitystudio.com/human-centric-process-analysis-and-improvement/

The Insiders Guide to BPM - Step 2

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The Insiders Guide to BPM - Step 2